Are You Too Comfortable?

Comfort can be a double-edged sword As a CEO or business owner. While stability may feel reassuring, it can lead to stagnation. Conversely, discomfort can drive growth but, if unchecked, may lead to burnout. The key is striking the right balance.

My Experience with Discomfort

For much of my career, I erred on the side of discomfort. I often felt I wasn’t good enough – I still have a fear of being irrelevant – but by all measures I was successful.

I was management consultant and was often asked to lead challenging projects – restructurings, Reductions in Force, and other high-stakes transformations. This made my presence unsettling to clients, especially when I became an internal consultant at Sony and Discovery Communications – even when my role was neutral. Over time, I realized that constantly operating in discomfort was draining and unsustainable.

I also suffered from high blood pressure.

Now, at 65, I find myself more willing to opt for comfort. Sometimes I procrastinate. When the timing is right, it works, but more often, I feel a cloud of undone work hanging over me. I also avoid certain client issues, justifying it by saying patience will solve them. But I’ve learned that waiting too long can allow problems to fester.

The Dangers of Being Too Comfortable

Comfort can lull leaders into complacency. Warning signs include:

• Lack of Innovation – No significant changes in the past 12-18 months.
• Risk Avoidance – Choosing safe bets over bold moves.
• Decreased Personal Growth – No new learning or challenges.

Comfort can also lead to emotional stagnation—boredom, disengagement, and restlessness—making it harder to take necessary action when change is required.

The Perils of Too Much Discomfort

Excessive discomfort, on the other hand, can lead to stress, burnout, and ineffective decision-making. Signs include:

• Constant Crisis Mode – Always putting out fires instead of executing a strategy.
• High Turnover & Fatigue – Employees seem exhausted or disengaged.
• Personal Exhaustion – Persistent stress and lack of enthusiasm.

When leaders operate under prolonged stress, they risk short-sighted decisions and losing key talent.

Finding the Right Balance

The goal is growth-oriented discomfort—pushing boundaries without overwhelming yourself or your team. Here’s how:

1. Assess Regularly – Are you innovating and taking the right risks?
2. Embrace Constructive Discomfort – Stretch yourself without overloading.
3. Seek Outside Perspective – Coaches or mentors can challenge your thinking.
4. Monitor Your Energy – Adjust when you feel stagnant or drained.
5. Foster Adaptive Leadership – Help your team thrive amid change.

The Bottom Line

Too much comfort can make you irrelevant. Too much discomfort can make you ineffective. The best leaders intentionally create an environment where they and their teams are challenged—but not overwhelmed.

For me, learning to balance discomfort has been a journey. I’ve had to shift from seeking discomfort as proof of my worth to using it as a tool for strategic growth. Now, I’m learning when comfort serves me and when it holds me back.

Ask yourself: Are you too comfortable? Too uncomfortable? Or in the optimal zone where growth and resilience thrive?